Accountable Care Organizations Creating A Culture Of Engaged Physicians

Transcription

1 Accountable Care Organizations Creating A Culture Of Engaged Physicians Judith Miller, VP Medical Services & CI Advocate Physician Partners August 14, Sites Of Care Advocate Health Care 13 Hospitals 9 acute care hospitals 1 children s hospitals 5 level 1 trauma centers 3 major teaching hospitals 2 specialty hospitals 2 Physician Groups 1,100 employed Home Care Company 3.4 Million Patients Served 34,000 Associates Total Revenue $4.6B AA Rating 2 Advocate Physician Partners Vision To be a faith based system providing the best health outcomes and building lifelong relationships with those we serve. Our Role To drive improvement in health outcomes, care coordination and value creation through an innovative and collaborative partnership with our physicians and the Advocate system. 3 Conference 1

2 History First created medical groups experienced with global capitation One IPA experienced bankruptcy Advocate Health Care formed January 1995 Advocate Physician Partners founded Pluralistic Physician Approach Active physicians on medical staffs (6,250) Total APP physicians (4,525) 25% PCPs 75% specialists Employed/affiliated (1,250) Independent APP (3,275) Independent non APP (1,725) Advocate Medical Group (1,067) Dreyer Affiliated (183) 5 6 Conference 2

3 Reimbursement Model Is Shifting 7 APP Response to Health Care Reform: A Decade of Preparation Launched CI Program Launched commercial ACO contract EMR/ Meaningful Use 2012 Launched Medicare Shared Savings Program and Advocate centered plan 2013 Creating employer partnerships 2014 Enhanced: Registry Connectivity Analytics Medical Home Clinical Integration Facilitation of cost-effective quality care Requires development of: Practice standards and protocols Goals related to quality/utilization specific, detailed Information systems to measure individual physician and organization performance Procedures to assess/modify physician performance to maintain a high quality provider panel Conference 3

4 Clinical Integration Key Initiatives that Drive Clinical Outcomes and Cost Savings Health and Wellness Chronic Disease Care Care Coordination and Safety Patient Experience Efficiency Targets and Reports Physician Individual, Group, Hospital 10 What Clinical Integration Data Flow Looks Like Jane Smith, Patient with Diabetes OB GYN Endocrinologist Mammography Primary Care Physician Pharmacy Lab Test Results APP Data Warehouse and Disease Registries Primary Care Physician OB GYN Endocrinologist 11 Clinical Integration Is The Foundation Of An ACO Overcomes problems seen within the fee-forservice model Incentives to providers drive improvement Creates business case for hospital and doctors to work for common goals Allows one approach for commercial and governmental payers Builds on success of APP and the CI Program Conference 4

5 What is Accountable Care MSSP: Medicare Shared Savings Program Three Year Contracts Retrospective Attribution of Patients/Population Data Sharing Quality Metrics EMR Use Marketing Guidelines Calculations of Costs/Savings Clinical Integration 4.0: Increasing Physician/System Integration Primary Care/ Ambulatory Measures Increasing Specialist Measures Increasing Physician/ System Integration Clinical Integration to Accountable Care Early Years: Middle Years: Maturing Years: Health Reform: From Clinical Integration To Accountable Care 15 Conference 5

6 Implications For Primary Care Renaissance of primary care Appropriate incentive structures Access/avoidance of ER Patient Centered Medical Home (PCMH) Managing ambulatory sensitive conditions Admission rates & LOS Readmissions Specialist & ancillary efficiency Greater alignment with single system 16 Implications For Specialists Specialists are integral to success Structures needed to unlock creativity Pay for work done will work for you Greater transparency around efficiency In-network care strategy will work for you Efficacious specialists will thrive Specialists need access to population of patients 17 Some Key Issues to Address Improving PCP access Reducing avoidable admissions Intensive outpatient management Management of transitions Increasing alignment with independent physicians Real time clinical decision support Enhanced registry and analytics 35 Conference 6

7 Implications For Integrated Delivery Networks Communicating a complex message Management & Physicians Building a climate of trust Ensuring physician access (both employed & independent) Less volume from existing sources Re-purposing parts of the enterprise Business Development, Physician Relations, UM, Operations Management Refocus on in-network care and marketing to physicians Hospitals re-energizing business development teams to sell benefits of in-network care to physicians Partner with physicians to enhance care 19 Population Health Approach Catastrophic CM Actionable High Risk CM Acute/Chronic Disease Management Registry Management/Patient Outreach Patient Wellness Programs/Self Management Patient Centered Medical Home PCP Practice Care Coordination Specialists/Other Sites Data/Analytics Risk Stratification Health Risk Assessment Disease Registries 20 Key Measures Of Success Purpose Aid transformation to population health management Create organizational alignment across sites Complements CI metrics Simplify and focus on five measures of success Key Metrics ER visits/1000 Admits/1000 LOS Readmission rate Care Coordination (% of admissions within Advocate) 21 Conference 7

8 Value Based Agreements Contract Lives Total Spend Commercial 389,000 $1.8 B Medicare Advantage 27,000 $0.3 B Advocate Employee 23,000 $0.1 B Medicare ACO 114,000 $1.3 B Total 553,000 $3.5 B Results Utilization Metrics (PPO) Advocate Market Inpatient Admits/1000 Length of Stay Days/1000 (1.4%) 3.2% 1.7% 2.7% 0.3% 4.7% Bent the cost curve in 2011 and 2012 while maintaining or improving performance on quality and service metrics outcomes and satisfaction 2% HMO membership growth; market dropped >10% PPO In-network use up 3.4% points APP physician membership growth Results Coordination of Care Across the Continuum Outpatient care management early results show reduction in ED and hospital admissions In-network care coordination (% days at Advocate hospitals) increased 6.9% SNF LOS has decreased from 30 to 20 days SNF hospital readmissions have decreased from 22% to 13% Referrals to Advocate Home Care from partnered SNFs increased from 35% to 70% 24 Conference 8

9 Lessons Learned Commercial PPO and Medicare lack benefit plan design to create alignment by patients with the ACO Timely and accurate data is critical Communication to the caregivers, focused messages and actionable items drive change Getting critical mass of attributable patients in a practice and across a system is integral for success 25 Lessons Learned (continued) MSSP can facilitate getting past the tipping point of critical mass A locked cohort of attributable commercial patients will be easier to manage and drive results Having same attribution logic across all payers in market will facilitate adoption This is an evolution that takes time 26 Biggest Challenges Moving Forward Redesigning primary and specialty care Medical home and neighborhood IT connectivity In network care coordination Discipline to create a standard approach Management/governance succession planning Patient experience Physician Engagement 27 Conference 9

10 Strategic Considerations Pace of reimbursement shift Shared savings as a transitional model Leverage of infrastructure investments in managing quality and utilization Balance the ideal clinical model with available financial resources Care management Medication Therapy Management Behavioral Health Integration with Primary Care 28 Key Drivers Of Physician Engagement Culture Feedback Loop Governance Transparency of Results Infrastructure Incentives 29 Mechanisms To Increase Compliance APP QI/Credentials Committee Membership criteria Peer pressure/local medical director Mandatory provider education/cme Physician office staff training Learning collaboratives Financial incentives/report cards 30 Conference 10

11 Key Drivers Of Physician Engagement Culture Governance 31 More Than 100 Physicians Involved In APP Governance APP Board of Directors Class A - Physicians Class B - Advocate Boards Contract Finance Committee Utilization Management Committee Credentialing Committee Quality & CI Improvement Committee Audit Committee Pharmacy & Therapeutics Committee Clinical Integration Measures Committee 32 Key Drivers Of Physician Engagement Culture Infrastructure 33 Conference 11

12 Strong Physician Engagement To drive improvement in health outcomes, care coordination and value creation through an innovative and collaborative partnership with our physicians and the Advocate System. Advocate Medical Group BroMenn Christ Condell Dreyer Medical Group Good Samaritan Good Shepherd Illinois Masonic Lutheran General Sherman South Suburban Trinity Future Future Clinically Integrated Entity Future Medical Group 34 APP Physicians By Practice Group Size 33% of PCPs Are Solo Practitioners, 25% In Offices of Number of PCPs by Group Size Number of Specialists by Group Size >20 PCP Physician Group Size Specialist Physician Group Size 35 Physician Support: Advancing Technologies Year 2004 High Speed Internet Access in Physician Offices Centralized Longitudinal Registries Electronic Referral Management Application/Clinical Decision Support for HMO Access to Hospital, Lab and Diagnostic Test Information Through a Centralized Clinical Data Repository (Care Net and Care Connection) 2005 Electronic Data Interchange (EDI) 2006 Computerized Physician Order Entry (CPOE) Electronic Medical Record Roll Out in Employed Groups 2007 Electronic Intensive Care Unit (eicu) Use 2008 e Prescribing 2009 Web based Point of Care Integrated Registries (CIRRIS) 2010 e Learning Physician Continuing Education Electronic Medical Records Roll Out in Independent Practices 2011 Care Management Software Plus Analytics 2012 Electronic Referral Management Application/Clinical Decision Support for PPO 36 Conference 12

13 The Advocate Virtual EMR CareNet Plus I/P O/P E/D CareConnection AMG Physicians using CliniCare APP Physicians Using SynAPPS Departmental/ Specialty Systems 37 IT Solutions Risk stratification Care management workflow and patient documentation Web-based data warehouse and reporting Predictive modeling Advanced disease registries Advancing Evidence Based Medicine And Care Year 2004 Physician Reminders for Care Chart Based Patient Management 2006 Patient Outreach 2007 Physician Office Staff Training Pharmacy Academic Detailing Program Generic Voucher Program 2008 Diabetes Collaborative Patient Coaching Program Hospitalists 2009 Diabetes Wellness Clinics Asthma and HF/CAD Collaborative 2011 Access and COPD Collaborative 2012 Patient Experience CME and Coaching Practice Coaching (Data Sharing) Conference 13

14 Value Added Services For APP Physicians Group health insurance Group dental insurance Banking Services & Financial Counseling Office Supplies, Equipment and Furniture Medical and Surgical Supplies Immunizations Life Insurance Professional Liability Insurance 40 Key Drivers Of Physician Engagement Culture Incentives 41 Aligning Physician & Hospital Incentive 2009 CPOE Core measures 2010 CPOE Core measures Readmissions Length of stay 2011 ED efficiency Meaningful use Core measures Readmissions Length of stay 2012 ED efficiency Core measures Readmissions Length of stay Transfusion safety Elective induction of labor 42 Conference 14

15 2013 & 2014 Aligned Incentives AdvocateCare Index Length of stay Admits/1000 ED visits/ day readmissions % days in-network APP Incentive Design Professional HMO Surplus Facility HMO Surplus CI Funding AdvocateCare Shared Savings Minus Infrastructure Costs, Deficits and 120% Fee Schedule PCP CI Value Pool Specialist CI Value Pool Hospital Value Pool 44 APP s PCP Incentive Fund Design APP Primary Care Physicians Tiers Based on Individual Physician CI & Care Coordination* Scores Care Coordination Includes Percent In Network Admissions and Care Management Engagement Factor Tier 1 PMPM Individual Physician Opportunity (120% of Tier 2) Tier 2 PMPM Individual Physician Opportunity Tier 3 PMPM Individual Physician Opportunity (80% of Tier 2) 45 Distributed Based on Individual CI Score Distributed Based on Group/ CI Score Individual Opportunity (70%) Group/ Opportunity (30%) Individual = Distribution + + = Group/ Distribution + = Individual Physician Total Distribution Residual Funds from Individual Portion + Residual Funds from Group/ Portion = Residual Funds Are Rolled Over Into General CI Fund and Available for Distribution the Following Year Conference 15

16 Advocate Physician Partners Combined Incentive Fund Distribution History ($ in millions) $120.0 $100.0 $5.2 $12.9 $8.2 $10.0 $80.0 $5.0 $60.0 $40.0 $4.0 $63.9 $80.0 $101.4 $91.6 $97.3 $97.3 Unearned Earned $20.0 $ Note: unearned applied to clinical integration incentive only 46 Key Drivers Of Physician Engagement Culture Transparency of Results 47 Strategy For Transparency Timeframe Activity Timeframe Year 1 Year 2 Year 3 Year 4 External via Annual Value Report Internal via Annual Value Report and Organizational Level Reporting Blinded Comparative Overall Organizational Level Reporting Blinded Comparative Overall Physician Level Reporting with Outstanding Physician Performance Recognition Unblinded Overall Physician Scores within Metrics Year 5 Unblinded Across All Organizations and Physicians 48 Conference 16

17 2013 Value Report To download a copy of the 2013 Value Report, go to: advocatehealth.com/valuereport 49 Key Drivers Of Physician Engagement Feedback Loop Culture Practice Report Card APR 10 MAR 11 PROVIDER HMO PPO TOTAL BENCHMARK % VARIANCE ENROLLMENT AVERAGE PATIENTS 182, , ,828 DEMOGRAPHIC INDEX % RETROSPECTIVE RISK INPATIENT FACILITY UTILIZATION ADMITS/ % NON MATERNITY ADMITS/ % SHORT STAY MEDICAL ADMITS/ % CHRONIC ADMITS/ % DISCRETIONARY ADMITS/ % AMBULATORY ADMITS/ % READMISSION RATE 14.3% 10.8% 12.5% C SECTION RATE 38.8% 38.3% 38.5% 38.5% 0.0% DRG CASE MIX ADJUSTED PAID/ADMIT $23,000 $25,704 $24,357 $24, % % IN NETWORK DAYS 70.6% 48.0% 59.1% 59.1% 0.0% OUTPATIENT FACILITY UTILIZATION ER VISITS/ % NON EMERGENT ER VISITS/ CHRONIC ER VISITS/ % FREQUENT ER USERS 23.1% 23.2% 23.2% % ER VISITS LEVEL 1 & % 14.2% 14.0% ER PAID/VISIT $2,748 $2,820 $2,789 $ % % OUTPATIENT SURGERY AT ASF PROFESSIONAL UTILIZATION E&M VISITS/1000 3, , , % PREVENTIVE VISITS/ HIGH COST RADIOLOGY SERVICES/ Conference 17

18 System AdvocateCare Index December 2013 Performance Period: September 2012 August 2013 Commercial HMO Commercial Attributed PPO Total Weight Base Target Actual Score Weight Base Target Actual Score Score ER Visits/ % % Admits/ % % LOS 7.5% % Readmission 7.5% 7.65% 7.15% 7.58% % 4.34% 4.00% 5.07 Rate % Care 10.0% 85.8% 86.3% 86.4% % 46.2% 50.6% 44.6 Coordination % 0 34 Product Total 45% % 83 System Score 96 System Score Jan 13 Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec Future Insights on Population Health Key Drivers Of Physician Engagement Culture Feedback Loop Governance Transparency of Results Infrastructure Incentives 54 Conference 18

19 Questions 55 Conference 19